SAMSUNG

Samsung



Samsung

Table of Contents

Introduction2

About Samsung3

Internal Analysis of Samsung4

Strategy4

Structure4

Systems5

Skills5

Staff5

Style6

Shared Values6

External Analysis of Samsung6

Buyer's Power7

Supplier's Power7

Threat of Substitute Products7

Degree of Rivalry8

Barriers to Entry8

Samsung's Strategy for Product Range8

Diversification9

Samsung: conjuring value from branding10

Samsung's changing position in the global13

Samsung Innovation14

Samsung Galaxy Tab14

CSR at Samsung17

Conclusion22

References24

Samsung

Introduction

Customer value represents the difference between the benefits the customer (whether an intermediary or an end user) realizes from the use of a product or service and the costs (monetary, psychological, or other) that the customer incurs through that use. A patient, for example, could receive positive customer value through the benefit of having a bacterial infection controlled by an antibiotic with a high level of efficacy. The price paid for the drug is one potential cost; convenient availability of the drug in terms of where it can be purchased, another. The net customer value to that patient/customer would likely be positive if the bacterial infection were controlled promptly, unless the cost was exorbitant (Buatsi, 2006, pp. 17 ).

Negative customer value could accrue if the side effects of such a drug were so severe that they produced a condition more medically threatening than the original infection. Similarly, a referring physician likely would be perceived as deriving positive customer value if the specialist to whom the patient was referred saw the patient promptly and diagnosed and treated the patient's condition effectively. Negative customer value might well be the result if the referral specialist saw the patient after so long a delay that the patient's condition had deteriorated significantly.

Customer value must be determined by finding out what the customer of a firm, a hospital, an individual, an intermediary, or another entity wants. Those “wants” are referred to as value dimensions. Costs to obtain those value dimensions must also be understood, to be able to assess what customer value represents in a particular situation, and whether it is positive or negative. In this paper we are going top analyze the customer value from the perspective of Samsung case study

About Samsung

Samsung Electronics Co. Ltd. (SECL) is an international leader in semiconductors, telecommunication, digital media and convergence technologies. The company is a market leader in more than 13 different products (www.samsung.com). Samsung has an employee base of more than 100,000 in 46 countries. The company is distributed into six essential business units. These include: Digital Appliance Business, Corporate Technology Operations, LCD Business, Semiconductor Business, Telecommunication Network Business and Digital Media Business (Samsung Electronics, 2012, pp. 29).

Samsung India initiated its operations in India in 1995. In 2004, Samsung India was designated as the regional headquarters. The purpose is to integrate Samsung's South West Asian markets through India. This bloc of Asian countries include: Sri Lanka, Bangladesh and Nepal. Samsung already understands the significance of India and thus classify the country amongst the 6 most strategic markets in the World. The other major markets include: China, US, Germany, Russia and Thailand (Samsung Electronics, 2012, pp. 29).

Samsung India established its manufacturing base for the TV segment in 1997, microwave ovens in 2001, Air-conditioners in 2002 at Noida, located ...